GOVERNING BODY REPORT

Transcription

1 GOVERNING BODY REPORT 1. Date of Governing Body Meeting: 2. Title of Report: Chief Executive Officer s Business Report 3. Key Messages: This report provides an overview of important clinical commissioning group business which has not been provided in other papers to the governing body. Key issues provided include: The emergency planning, resilience and response workplan An update on winter The acute sustainability programme The CCG expected to come out of formal directions from April 2018 System transformation fund establishment 360 stakeholder survey update Deviation from Standing Orders An update on the development of unified commissioning across Cheshire An update on the Joint Committee for clinical commissioning groups. An update on general CCG business High level meetings/events attended by the Chief Executive Officer 4. Recommendations The governing body is asked to: 5. Report Prepared By: Debbie Bryce Head of Governance January 2018 a. Note the contents of this report. b. Ratify the deviation from Standing Orders Chief Executive Officer s Business Report 1

2 Alignment of this report to the clinical commissioning group s corporate objectives Corporate objectives Alignment of this report to objectives We will deliver financial sustainability for the health economy providing value for money for the people of West Cheshire We will improve patient safety and the quality of care we commission by reducing variation in standards of care and safeguarding vulnerable people We will support people to take control of their health and wellbeing and to have greater involvement in the services we commission We will commission integrated health and social services to ensure improvements in primary and community care The Acute Sustainability Programme The Joint Commissioning Committee. Third Sector Grants. We will commission improved hospital services to deliver effective care and achieve NHS constitutional targets We will develop our staff, systems and processes to more effectively commission health services 360 stakeholder survey Alignment of this report to the governing body assurance framework Risk No Risk Description Assurance / mitigation provided by this report Proposal for amendment to risk as a result of this report (revised risk description, revised mitigation or scoring) 2 Failure to embed systems and processes of good governance The emergency planning workplan provides assurance Chief Executive Officer s Business Report 2

3 NHS WEST CHESHIRE CLINICAL COMMISSIONING GROUP GOVERNING BODY CHIEF EXECUTIVE OFFICER S BUSINESS REPORT INTRODUCTION 1. This report provides an overview of important clinical commissioning group business which has not been provided in other papers to the governing body. EMERGENCY PLANNING RESILIENCE AND RESPONSE CORE ASSURANCE 2. An update was provided in November 2017 to the Governing Body on the updated annual NHS Emergency Planning, Resilience and Response (EPRR) core assurance self-assessment standards. 3. The update stated that a work plan would be developed by the Head of Governance to focus on addressing the six amber criteria within the core assurance framework and the Clinical Commissioning Group s overall partial compliance rating. 4. The workplan has now been drafted and can be found in the following link. 5. The Head of Governance will oversee the work plan and will continue to attend meetings of the Local Health Resilience Partnership. 6. The Governing Body are asked to note the workplan and also note that on-call managers have attended EPRR training on 5 th December, 2017, provided by Midlands & Lancashire Commissioning Support Unit. WINTER EMERGENCY PRESSURES 7. The local health care system is under considerable pressure again this winter. The Clinical Commissioning Group has had a winter communications plan in place since September. There is a national focus and a system wide communications strategy in place and we have effective signposting in place and a priority on self care. The Clinical Commissioning Group is working more cohesively with our local partners and across the Cheshire patch and we have set up a winter wellbeing page on the website that includes information on selfcare, pharmacy, primary care access and dental. 8. The cold weather spells have exacerbated the underlying health conditions of some of our patients, along with peaks in demand, causing a stretch on the Countess of Chester Hospital. We are working with our operational colleagues across the system to ensure services are safe and effective. Chief Executive Officer s Business Report 3

4 9. The NHS National Emergency Pressure Panel has issued recent guidance aimed at supporting the demands being faced by providers during the winter period. The guidance (Publications Gateway Reference: 07578) lists the following actions to be undertaken by NHS providers in order to reprioritise clinical time, namely: Extending the operational recommendations of 21 December 2017 to 31 January 2018 to include deferral of all non-urgent inpatient elective care to free up capacity (excluding cancer operations and time critical procedures that prevent rapid deterioration in a patient s condition). Deferral of daycases and routine outpatient appointments or a change in setting (for example telephone consultation). Immediate prioritisation of the vaccination of all front line staff over the next two weeks. THE ACUTE SUSTAINABILITY PROGRAMME 10. An Acute Sustainability Programme is in place within NHS Cheshire and Merseyside (the STP). The Programme Board met on 19 th December and a number of key milestones were agreed to the end of January By the end of January there will be a case for change and emerging clinical scenarios for urgent & emergency care and elective care (Women s and Children s already completed), an assessment of the pubic and health care organisations readiness for change and an understanding of the decision making and governance framework for reconfiguration proposals. Progress with the case for change and clinical scenarios has been slower than anticipated. 11. A communications lead is now a member of the Acute Sustainability Programme Board and will actively support the programme in developing its narrative for stakeholders (including the public and clinicians), advise on engagement activities and, downstream, on formal consultation. Engagement activities will encourage patient/public involvement, clinicians being closely involved in driving discussions about clinical reconfiguration and engaging commissioners about the commissioning implications of changes in reconfiguration to achieve a sustainable NHS for Cheshire & Merseyside. CLINICAL COMMISSIONING GROUP DIRECTIONS 12. The Clinical Commissioning Group met with NHS England on 22 nd November 2017 for a planned review meeting. NHS England was encouraged by the scope of the Clinical Commissioning Group initiatives in place and expressed confidence that we will meet our financial control total. There was recognition that the no cheaper stock obtainable drugs expenditure issue was outside of the Clinical Commissioning Group s control. 13. NHS England confirmed at the meeting that due to the confidence in the Clinical Commissioning Group meeting its control total it will put in train the process now for releasing the Clinical Commissioning Group from directions at the first Chief Executive Officer s Business Report 4

5 available point. The Clinical Commissioning Group is expected, therefore, to come out of formal directions in April 2018 when the accounts are delivered. SYSTEM TRANSFORMATION FUND ESTABLISHMENT 14. To address the need for ring-fenced funding for the purpose of supporting placebased care systems, NHS Cheshire & Merseyside (STP) is proposing to set a target contribution of 0.25% of allocation for all CCGs (with the exception of one) in 2018/19. This will create a Transformation Fund of circa 7m which would be held by NHS Cheshire & Merseyside (STP) for this purpose. This is linked to the individual control totals to be set for each Clinical Commissioning Group to ensure that the overall plan for Cheshire & Merseyside Clinical Commissioning Group is consistent with the overall Cheshire & Merseyside control total. 15. For NHS West Cheshire Clinical Commissioning Group this 0.25% target contribution would be in addition to the 0.5% surplus we will plan to achieve in The Clinical Commissioning Group are seeking assurance on the process regarding the establishment of the transformation fund and the process for sign-off of the control total for STAKEHOLDER SURVEY 16. The 360 Stakeholder Survey assesses how stakeholders perceive the Clinical Commissioning Group and how the CCG works with them to improve quality and outcomes for patients within the West Cheshire health and care system. The results of the survey contribute to NHS England s statutory annual assessment of CCGs, and provide a valuable tool for all CCGs to evaluate their progress and inform future development. 17. The CCG was required to provide a list of its stakeholders and any localised question statements to Ipsos MORI by 08 December This has been completed and work is now expected to be undertaken by Ipsos MORI between 15 January and 23 February The CCG should then receive the final stakeholder survey report by the end of March THIRD SECTOR GRANTS 18. A third sector grants event, with a number of presentations, was held by the Clinical Commissioning Group on 11 th December The attendees appreciated the opportunity to come together and have discussions with the Clinical Commissioning Group. A step for any questions/queries to be answered and sent out was completed and the closing date for application for grants from the Clinical Commissioning Group was 15 th January These applications will now be reviewed and will then be awarded on 29 th January 2018 Chief Executive Officer s Business Report 5

6 STAFF SURVEY RESULTS 19. The Clinical Commissioning Group staff survey was undertaken in October 2017 and the Organisational Development group are formulating a plan based on the staff survey results. 20. Key positive results from the survey were: Are you aware of the CCG s Corporate Values and Team Charter? 98% of staff responding agreed. Does the CCG take positive action on health and wellbeing? 93% of staff responding agreed Is your manager supportive in a personal crisis? 90% agreed. 21. Less positive points for consideration by the Clinical Commissioning Group are: There are opportunities for me to develop my career in the CCG? 41% of staff responding agreed. I am able to meet all the conflicting demands on my time at work? 45% of staff responding agreed. Concerns have been raised by a small number of staff around bullying, harassment and discrimination and the number of ways available for staff that need support with this has been discussed with staff at team brief, along with the fact that any issues of this nature are taken very seriously. In relation to career options, it can be difficult within a small organisation for promotion and progression. Suggestions for how to meet conflicting demands on time and prioritisation were made and discussed at the December extended team brief with staff. THE CONSTITUTION AND STANDING ORDERS DEVIATION 22. The governing body met in private on 21 st December 2017 and received a presentation on the Clinical Commissioning Group s constitution. There was much useful discussion and a number of areas were highlighted for review. It is agreed that the Head of Governance will work with the Chair and suggest a number of changes to the constitution in February 2018 to help clarify some issues and to make some minor changes to keep it in order. These changes will be recommended to the Governing Body and then to the Membership Council. 23. At the 21 st December 2017 Governing Body it was declared that the practice within the constitution Standing Orders for recording minutes of the meeting of the Membership Council had not been followed. This practice has now been rectified. 24. There has been a deviation from Standing Orders for the appointment of the Clinical Commissioning Group s Nurse Member. The term of office of the Nurse Member is detailed within the Standing Orders as four years and the Chief Executive Officer s Business Report 6

7 appointment has been made in November 2017 for 12 months. This is due to the local development of strategic commissioning. INTEGRATED CARE DEVELOPMENT 25. The Governing Body are asked to note that developments in integrated care are now provided within a separate dedicated report. UNIFIED COMMISSIONING DEVELOPMENT ACROSS CHESHIRE 26. In May 2017, the Governing Body considered a paper supporting a move to a unified health and care commissioning approach for the population of Cheshire. 27. Since then, there has been a series of workshops and meetings culminating with the first Joint Committee meeting (see below). Each CCG in Cheshire has then discussed its preferred option for the future of CCGs and commissioning in Cheshire. There were five options presented including no change, a combined management team working across existing CCGs, fewer CCGs but not coterminous with local authority boundaries, fewer CCGs and coterminous with local authority boundaries. 28. The preference agreed by the governing body was to be part of a CCG coterminous with the local authority. We were, however, cognisant those things might change in terms of national policy and indeed in the future a single CCG across Cheshire might be preferable. 29. The governing body is mindful that we have not yet discussed this with our member practices or wider partners. UPDATE ON THE JOINT COMMITTEE FOR CLINICAL COMMISSIONING 30. A first meeting of the Joint Commissioning Committee for clinical commissioning of the four Cheshire Clinical Commissioning Groups (CCG) - West Cheshire, Eastern Cheshire, South Cheshire and Vale Royal was held on 30 th November, The agenda and papers for the meeting were made available to the public on a dedicated section of the Clinical Commissioning Group s website, which was also replicated on the websites of the other three CCGs. 32. Items discussed included the remit and operation of the committee, the terms of reference, the annual workplan, and the Eastern and Central Cheshire Adult and Older Persons Specialist Mental Health Services Redesign Pre-Consultation Business Case (for Central and East Cheshire) and items for consideration at the following meeting. Chief Executive Officer s Business Report 7

8 33. The Clinical Commissioning Group s Constitution was amended to include the Joint Committee and was submitted to NHS England on 6 th October, Feedback was received on 22 nd November and 20 th December 2017 and the feedback regarding re-inclusion of the Scheme of Reservation and Delegation was considered at the private meeting of the Governing Body on 21 st December Further changes to the constitution have now been drafted following the feedback and agreement by the Governing Body to maintain the Scheme of Reservation and Delegation as a standalone document, but reference it within the Clinical Commissioning Group s Constitution and have been re-submitted to NHS England. These changes will also be recommended at the next meeting of the Membership Council in February 2018, for approval. GENERAL CCG BUSINESS ITEMS 34. NHS West Cheshire Clinical Commissioning Group will complete a full review of the declarations of interest register in February NHS West Cheshire Clinical Commissioning Group has heard from NHS England that the planned on-line conflicts of interest training roll out has been delayed (due mid-november 2017). It is expected that all CCG employees, Governing Body members and practice representatives involved in the business of the CCG will be expected to complete this training, once available. 36. Midlands & Lancashire Commissioning Support Unit (CSU) has rolled out a new system for the management of recruitment services, on 4 th January This should, in the near future, improve the performance of the recruitment service provided to the Clinical Commissioning Group and, in turn, improve the rating score by the CCG of the performance of the CSU for recruitment services (recently reduced from 3 (satisfied) to 2 (dissatisfied)). 37. The Medicine s Management team from Midlands & Lancashire Commissioning Support Unit (CSU) who provide services to the Clinical Commissioning Group won the Midlands & Lancashire Commissioning Support Unit Outstanding Achiever award in December An advisory audit is currently underway of Clinical Commissioning Group remuneration arrangements for clinical leads by the advisory arm of Mersey Internal Audit Agency (MIAA). Once available, the recommendations will be considered by the Clinical Commissioning Group. MEETINGS/EVENTS ATTENDED BY THE CHIEF EXECUTIVE OFFICER 39. Provided below is a summary of some of the high level meetings and events attended by the Chief Executive Officer since the previous formal governing body meeting in November 2017: West Cheshire A & E Delivery Board Chief Executive Officer s Business Report 8

9 Meeting with NHS England and CCG Accountable officers across Cheshire and Merseyside Meeting with NHS England and NHS Improvement on A & E Meeting with GP Practice managers RECOMMENDATIONS 40. The governing body is asked to: a. Note the contents of this report. b. Ratify the deviation from Standing Orders Alison Lee Chief Executive Officer January 2018 Chief Executive Officer s Business Report 9